final - essential strategies - adele allison...adele allison, director of provider innovation...
TRANSCRIPT
4/20/2015
1
ACA – Essential Strategies and Emerging
Payment ModelsAdele Allison, Director of Provider Innovation Strategies
April 30, 2015
The enclosed materials are highly sensitive, proprietary and confidential. Please use every effort to safeguard theconfidentiality of these materials. Please do not copy, distribute, use, share or otherwise provide access to these materials toany person inside or outside DST Systems, Inc. without prior written approval.
This proprietary, confidential presentation is for general informational purposes only and does not constitute an agreement. Bymaking this presentation available to you, we are not granting any express or implied rights or licenses under any intellectualproperty right.
If we permit your printing, copying or transmitting of content in this presentation, it is under a non‐exclusive, non‐transferable,limited license, and you must include or refer to the copyright notice contained in this document. You may not create derivativeworks of this presentation or its content without our prior written permission. Any reference in this presentation to anotherentity or its products or services is provided for convenience only and does not constitute an offer to sell, or the solicitation ofan offer to buy, any products or services offered by such entity, nor does such reference constitute our endorsement, referral,or recommendation.
Our trademarks and service marks and those of third parties used in this presentation are the property of their respectiveowners.
2
Disclaimer
ACA – Essential Strategies
• Legislation & Regulations
• What does this mean for me?
• Advanced Payment Models
• Essential Strategies
• Questions
4/20/2015
2
Legislation and Healthcare Change
• 1985 eClaims and eRemits Available – Limited Use
• 1996 – HIPAA Enacted (Kennedy‐Kassebaum Act)
Standardization of Electronic Admin. and Financial Data
Unique Health Identifiers Security and Privacy
• Today, ‘Care/’Caid and Commercial nearly 100%
Electronic
• 2008 – MIPPA – ePrescribing
4% of Physicians used eRx in 2004 Today, 73% Physicians use eRx; 58% of ALL Prescriptions!
• 2009 – ARRA/HITECH – Certified EHR Technology …
Healthcare Reform and Transformation
Healthcare Reform and Transformation
EHR Adoption Rates
HITECH Act
2013
How’d We Get Here?!
• 1965 ‐Medicare / Medicaid established – Pres. Johnson
o Life Expectancy – 70.2o U.S. Population age 65+ – 18.5M
o Cost of Care as a % of GDP – 5.6%
• Today – Medicare (52.3 M) andMedicaid/CHIP (69.98 M)
o Life Expectancy – 78.7o U.S. Population age 65+ – 44.96M
o Cost of Care as a % of GDP – 17.4% ($9,255/person) New Medical Technologies and Services
Costly New Drugs and Increased Demand for Medical Care
49.8% of patients have 1+ Chronic Dz. (25.5% have 2+)
Sector Prices and Administrative Costs
Lack of Patient Accountability (e.g. obesity, smoking, etc.)
Aging – Baby Boomers 60% projected growth in spending on entitlements (‘Care, ‘Caid, SS)
• Projected – 19.3% of GDP by 2023
4/20/2015
3
Claims Data
Voluntary Clinical Reporting (PQRI)
Pay‐for‐Reporting (MU CQMs, PQRS, HEDIS)
Pay for Higher “Value” Value = f (Quality, Efficiency)
Affordable Quality Health Care
Healthcare Reform
• ACA Paradigm Shifto Prevention, Wellness and Patient‐Centeredness
From episodic care to long‐term prevention, chronic disease mgmt.
Must engage patient; cultural shift (ACO and PCMH Models)
o Redesign the way care is Compensated Discontinue blanket fee‐for‐service reimbursement
Purchase Value over Volume = Define value with data
30% APM by 2016; 90% by 2018 – and – 85% FFS + quality by 2016
o Information Distribution Interoperability → Data wherever, whenever it is needed
Public Transparency
• Electronification of Clinical Processes →PBMs, EHRs, Data Interoperability, “Big Data” Analytics
• Patient Consumerism→ HDHP, CDHP
• Population Health Management
• Value‐Based Purchasing (VBP) through
Alternative Payment Models (APMs)
− Value‐Based Payment Modifier (VBPM)
− ACOs, Health Homes and Care Mgmt. Fees
− Pay‐for‐Performance and Shared‐Savings
− Global/Partial Capitation
− Bundled Payments
ACA Mega‐Trends
Claims Submission = Data Reporting
9
4/20/2015
4
ACA – Essential Strategies
• Legislation & Regulations
• What does this mean for me?
• Advanced Payment Models
• Essential Strategies
• Questions
Must Do vs. Must Do
Must Do → RegulatoryThe HIPAAMIPPATRHCAARRAPPACA Era!
• HIPAA→ ICD‐10 Administrative Simplification; “5010 Rules;” Oct. 1,
2014
• MIPPA/TRHCA→ Physician Quality Reporting System (PQRS) &
CQMs; QRUR; Medicare PFS; Annually
• ARRA/HITECH→MU CEHRT Adoption; Annuallyo HIE, VDT → Health Information Exchange and View, Download, Transmit
o TOC → Transitions of Care
o CQMs → Clinical Quality Measure reporting
• PPACA→Mandatory Patient Centered and Affordable Careo CG‐CAHPS → Patient‐Centered Care; Patient Experience; Annually
o HIX → Health Insurance Exchange; As Employer; As Provider; Annually
o VBP → Value‐Based Purchasing; Accountability; Industry wide; Reform
Must Do vs. Must Do
Must Do → This is Your Health Care System!
• 21% of the healthcare dollar goes to physicians
• PCPs generate $6.30 for every $1 billed
• 25 Million ontoMedicaid by 2016
• 18 Million moreMedicare Beneficiaries by 2023→ 73% increase
• 84₵ of every dollar to treat chronic disease
• 66% over 65 and 75% over 80→Multiple Chronic Dz.
• 5% of patients spend 50% of the healthcare dollars
• Need Centralized Patient Information
• Enhanced Communication→ Provider‐Provider; Provider‐Patient
• Measurable Performance Improvement
4/20/2015
5
Call to Action
Tip 1: ICD‐10 – Don’t Delay• Protect Your Investment
• Continue Conversion Planning• Education and Train• Clinical Documentation Improvement Program
• Reassess Older Health IT Platforms
• Emphasize Long‐term Success• Population health management
• Strong structured data capture• Internal analytics impacting outcomes
─ Visit CMS for Updates:
www.cms.gov/Medicare/Coding/ICD10/
Call to Action
• Tip 2: Focus on a Sustainability Strategy─ Public/Private payer goals → Slow growth of healthcare costs
• Reduce testing duplication
• Decrease Hospital Inpatient Days and Re‐admissions
• Increase Patient Guideline Adherence through engagement/satisfaction
• Support legislation to stabilize/repeal SGR and modify FFS models
• Collaborate for nationwide data exchange and health IT standards
Engaged Incentive Models
Tip 3: Meaningful Use 2 →Why?
• Care Coordination and Patient Engagement
• Keys to Value‐Based Purchasing Models
• Specific Measures: TOC, VDT, Pt. Secured Messaging
• Benefit: Efficiency, Quality, Revenue Enhancement
Tip 4: Patient‐Centered Care →Why?
• Time to hear the Patient’s Point‐of‐View (POV)
• Health Home is a model for PCPs
• NCQA Specialists → Pt‐Centered Specialty Practice (PCSP)
• NCQA PCSP Compliments PCMH, especially care
coordination
• Ask about NCQA PCMH Pre‐Validation Auto Credits
• Benefit: Public/Private Differential Payment, Patient
Satisfaction
4/20/2015
6
Engaged Incentive Models
Tip 5: Accountable Care Organization →Why?
• Care is delivered by a “Community”
• Today, 740+ ACOs serving 25 Million Americans
• Physician Groups Dominant as Sponsor‐Type
• CMS contracting annually; Next Generation ACO Announced
• Top 3 States: CA (58), FL (55), and TX (44)
• OR and UT – highest ACO penetration Medicaid lives
• Composition of ACO Care Continuum Widening
• E.g., ACOs with Hospice increased to 42% (2013) from 19% (2012)
• Benefit: Provider Community Ecosystem, Revenue/Risk Control
Quality and Data Exchange
Tip 6: Quality Measure Alignment Growing• National Quality Forum (NQF) endorsed Measures
• HIQRP / HOQRP / PQRS / MU Clinical Quality Measures Aligned
• Used to Define “Value” under ACA’s Value‐Based Payment Modifier
• Benefit: Measurable Quality Improvement
Tip 7: Interoperability and Data Exchange• Foundational for Population Health
• MU2 Summary of Care Record Expanding in MU3
• Congress calling for Interoperability Results
• Benefit: Truly integrated care team for the patient
Market Evolution
Tip 8: Align with emerging APMs • H.R. 2 →Medicare Access and CHIP Reauthorization Act
• Performance Data → You are being measured on quality and
cost• Download you CMS Quality Resource Use Report (QRUR) →Medicare
Value‐Based Payment Modifier (VBPM)
• Review your profile on CMS Compare and Commercial Payers’ Quality
Tiering
• Identify issues with patient experience
• Data showing low quality, high cost = Impact reimbursement,
cut from network (E.g., UHC)
4/20/2015
7
ACA – Essential Strategies
• Legislation & Regulations
• What does this mean for me?
• Advanced Payment Models
• Essential Strategies
• Questions
NBCH → 52 Coalitions; Over 4,000 Employers; 35
Million Employees/Dependents
1. Standardized Performance Measurement → Actionable data on cost, quality and care appropriateness
2. Transparency and Public Reporting → Inform decision‐making
3. Payment Innovation → Links to expected or predictable outcomes
4. Enlightened Consumerism → Regarding providers and services across the care continuum
VBP 4‐Dimensional Framework
20 Source: National Business Coalition on Health,Value‐Based Purchasing Guide
Alternative Payment Models (APMs)
• Value‐Based Payment Modifier
(VBPM)
• Accountable Care Organizations
• Capitation
• Bundled Payment / Episode
Groupers
• Health Home a/k/a PCMH
• Shared‐Savings
• Care Management Fees
4/20/2015
8
Value‐based Purchasing
• Medicare Improvements for Patients & Providers Act 2008 (MIPPA)
o §131 – CMS Physician Feedback reporting by 1.1.2009
o Physician Quality and Resource Use Report (QRUR) began
• QRURs Reports → Value = f (Cost + Quality)
o MD performance on 28 Claims‐based + PQRS performance data
o 2‐year lag → 2013 Medicare Physicians see 2011 data
o Ultimately → CMS Physician Compare website
• Individual Eligible Professional (IEP) PQRS Performance Report
o Each EP’s performance as an individual and as a group
VBPM = f (Quality + Cost)
PQRS & CAHPS Data
Claims Data
Clinical Care
Patient Experience
Pop. / Community Health
Patient Safety
Care Coordination
Efficiency
Total Per Capita Costs (Plus MSPB)
Total Per Capita Costs for Specific Conditions
Quality C
omposite Sco
reCost C
omp. Sco
re
VBPM
Quality Domains
Cost Domains
Calculating the Value Modifier
• Identify significant outliers against national mean
• Sept. 30, 2014 → All physicians receive QRUR for 2013
• More information: http://www.cms.gov/→“Physician Feedback”
• 2012 Sample at http://go.cms.gov/1mSRD
Quality / Cost Low Cost Average Cost High Cost
High Quality +2.0x* +1.0x* +0.0x
Medium Quality +1.0x* +0.0% ‐0.5%
Low Quality +0.0% ‐0.5% ‐1.0%
* “x” refers to payment adjustment factor TBD; higher performance service high-risk patients (based on case mix scores) are eligible for an additional adjustment of +1.0x%
4/20/2015
9
• How do you Measure Up?
• Your Quality Composite Score
• Your Cost Composite Score
• Beneficiaries’ Avg. Risk Score
• Quality Tiering Performance
• Payment Adjustment based on Quality Tiering
25
How can you use it?
• Federal Policy largely focuses on PCPs
• SCPsMust Develop Payment Innovation Strategy Federal
− CMS uses NQF Measures →Which ones are relevant to you?
− CG‐CAHPS is universal for patient experience measurement
− How do your costs compare to peers? CMS
Inpatient/Outpatient Charge Data
− Sample QRUR to explore common data‐points used
Commercial− Use 80/20 Rule to ID Top Payers
− Provider Relations → Alternative Payment Models? Quality
Measures?
Provider Communities (E.g., ACOs, CCOs, RCOs, IPAs, etc.)
26
The Non‐PCPs
ACO Blueprint
Patient-CenteredCare Using
Health Home
Patient-CenteredCare Using
Health Home
Health IT
4/20/2015
10
Health IT and ACO Physicians
Basic Needs Extended Needs
• Utilization Trending and Reporting (E.g., Digital Dashboard)
• Evidence‐Based Clinical Decision
Support
• Population Health Tools
• Patient Survey / Questionnaire
Tools
• HIE (Direct, minimum)
• Patient Education
• Patient Portal
• EHR‐derived GPRO PQRS
• Lab, Radiology and Device
Integration
• Public Health related Integration (E.g., State Labs, Immunizations Registry)
• Datacenter / Hosting Services
• PCMH Relevant Technology and
“Toolkits” (Primary Care)
• Outsourced Billing Services
• Patient Communication Tools (E.g., Texting, Appt. Reminder Systems, Mail‐merge,
etc.)
• Health Assessment and Risk Tracking
• HIE messaging for ED / Hospital
Admission and other use cases
• Ad Hoc data aggregation
• Prospective payment systems
Full Risk – Capitation / Provider Risk
Dr. CAREDr. PRIMARY
• 500 Patients
• Median Age 58
• 350 have Chronic Dz.
• $10 PMPM
500 Patients
X $10 PMPM
$5,000 / Month
100 Pts. Per Month
X $125 Avg. Coll. Per Visit
$12,500 FFS Cost = BAD
• 1,000 Patients
• Median Age 27
• 100 have Chronic Dz.
• $10 PMPM
1,000 Patients
X $10 PMPM
$10,000 / Month
20 Pts. Per Month
X $75 Avg. Coll. Per Visit
$1,500 FFS Cost = GOOD
ABC Health Plan Enrollees
Capitation Hybrids
Blended Capitation• Cap mixed with other models (E.g., FFS or P4P)
• Rewards for performance in a “weak” area
• Can limit provider’s financial risk
• Examples:
• Capitation + Bonus for spending within Target Budgets
• Capitation + FFS for preventive screening services
• Capitation + Bonus for meeting quality / patient satisfaction goals
Global Capitation• Shifts risk to a larger “network” (E.g., hospitals and physicians, ACO)
• Wide variance in dividing up capitation payments to individual members
• Example: Contact capitation for specialist care
4/20/2015
11
Bundled Payments and Episode Groupers
Bundled Payments
• Fee covering defined clinical services; goal → payment simplification
• Includes hospital, physician and/or ancillary services
• CMS Bundled Payments for Care Improvement (BPCI)
• Care Coordination is key
• Example: Single payment for Hip replacement; Chronic Dz.
Episode Groupers
• Subset of Bundled Payments
• Covers all/portion of services provided by a physician
• Prometheus Payment → Relies on Clinical Practice Guidelines (CPGs)
• CPGs estimate resources needed (E.g., lab, equipment, rehab) for all provider
settings (groups, hospitals, SNF, etc.)
• Example: CABG includes preop, surgery, inpatient + 90 days post‐acute
ACA – Essential Strategies
• Legislation & Regulations
• What does this mean for me?
• Advanced Payment Models
• Essential Strategies
• Questions
Health Care and Change
Pragmatist Collaborator Innovator• 60% Aim for Minimum
• Only Core Processes for admin./compliance
• Last Minute Adoption
• Penalties Required• Aiming for Average = High
Potential Risk
• 20‐25% Aim for Opportunity
• Improve Processes
• Advanced Analytics, Process Improvement
• Rewards Attained• Aiming for Improvement =
Potential Value for Costs
• 15‐20% Aim for Transformation
• Complete Change Agent
• Training, Outcomes Mgmt.
• Rewards Attained• Aiming for Excellence =
Competitive Advantage &
Strategic Positioning
Source: Deloitte, ICD‐10 Turning Reg. Compliance into Strategic Advantage, 2009
4/20/2015
12
Market Evolution
Uptick in Health Communities/Ecosystems• Plurality of Care → “Degree of Involvement”
• Assess: Peers, Benchmarks, Patient Volume and Payer
Transparency
• Shifting of Risk to defined Communities → E.g., ACOs Education, ID patient volume, Patient Complexity Profiles
• Focus on MU Underpinnings:
Adopt and Use CEHRT
Capture DATA
Move DATA
Report DATA
Engage Patients
Practice / Provider Positioning
Community Care Coordination → Use Health IT!• EHR is foundational
• Standards‐based Interoperability (E.g., Direct)
• Patient Engagement Tools (E.g., Portal)
Evaluate Patient Populations• By Payer, By Disease, By Demographics
• Expansion strategy warranted?
• Strengthen community partnerships (Local practices and hospitals)
• Understand your evolving market → PCMH, ACOs, APMs
• Payer opportunities? (E.g., P4P, Bonusing, Incentives)
Practice / Provider Positioning
Research Costs of Care• By Episode (E.g., Myocardial Infarction; Colonoscopy)
• By Disease (E.g., Diabetic Patients)
• By Demographics (E.g., Under 18, Over 65, Women)
• By Payer
Review Medicare Cost Data; inquire with private
payers
Understand how you measure up!• Knowledge is power → Trends for Opportunity
• Negotiating Contracts (E.g., Payers, ACO participation)
4/20/2015
13
Community Accountability
• Evaluate Community Relationshipso Peers, Associations, Payers, Employers, Health Systems
o Current / Future Opportunities
• Benchmarko Outcomes and Costs
o Patient Experience
• Align with others having strong measuresoValue = f (Quality + Efficiency)
oData Matters!
• Formulate interoperability strategy
Questions?
Thank You!
Adele [email protected]
Follow me on Twitter:www.twitter.com/Adele_Allison